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HARBOUR
-VILLAGE -
BAL
OFFICE OF THE VILLAGE MANAGER MEMORANDUM
TO: Honorable Mayor and Members of the Village Council
FROM: Jorge M. Gonzalez, Village Manager
DATE: November 10, 2020
SUBJECT: Village Manager’s Annual Report 2019-2020
On November 12, 2020, I will complete my seventh year of service with Bal Harbour Village
as your Village Manager. I continue to be honored by the privilege of serving as Village
Manager of our beautiful community. This Annual Report is a summary of the many
activities, achievements and accomplishments we can be proud of over the past year. I
have aligned this report with the Bal Harbour Mission, Vision and Values of our
organization. The report highlights key intended outcomes and successes over the past
year in delivering The Bal Harbour Experience – that distinctive feeling one experiences
when living in or visiting our unique, exclusive, curated and refined community.
Pursuant to Section 5.3 of our employment agreement, the Village Council shall evaluate
the performance of the Village Manager each year. This memorandum, my Annual Report
to you, summarizes the activities we have undertaken this past year and the resulting
accomplishments. As I have done in the past, I have attached a form developed by the
International City/County Management Association (ICMA) modified for use by Bal
Harbour Village, which you may want to use as you consider reviewing the achievements
of the past year. Please be reminded that this information is subject to the Florida Sunshine
Law and should be used with that consideration.
Our strategic plan has clear goals, established priorities, and provides the direction for our
organization. Over the past year, we have continued to focus our efforts on these priorities,
and we continue to align our resources to achieve these goals. As in past years, I have
directed the organization to work diligently on these goals. This year, however, has proven
to be uniquely challenging given the impacts of COVID-19 early this year. The ability to
immediately pivot to face affects of the pandemic and provide the proper new services or
guidance is noteworthy for the staff and the organization. The Village was challenged to
essentially transform what it does and how it does it practically on a moment’s notice. I am
especially proud of how the staff came together, repurposed their responsibilities and took
on new and different tasks to ensure that our Village received the highest level of service
and safety. This was done successfully and seamlessly. The following specific efforts,
detailed below, are worthy to highlight as they took a significant amount of time and
energy this past year.
Since my last Annual Report to you in November 2019, our fiscal year started out stronger
than ever, with many positive initiatives taking place in Bal Harbour Village and our team
worked hard to put in place the necessary measures to ensure significant progress on
many of our established priorities and objectives.
We began the year with a focus on one of our top priorities and areas of focus in the Village,
Capital Improvement Projects (CIP). The completion of these various CIP projects will add
and enhance world-class amenities in our Village. With the formalization last year of the
Village’s CIP Program, progress is being made on several fronts, including on our
waterfront park, the jetty, and the Parks and Public Spaces facility in North Miami. We are
nearly at 100% of construction drawing phase for the Bal Harbour Waterfront Park, which
will provide a new community center and park amenities, such as a splash pad, kayak
launch and playground. This project will now also include the complete reconstruction of
the seawall. Just last week, the Architectural Review Board approved the plans. We are
preparing bid documents and have submitted plans for permit review, by the Building
Department and other authorities having jurisdiction. It is expected that we will be ready
to award a construction contract early in the new calendar year. We also continued
progress on the design services for the Bal Harbour Jetty/96 Street-end project to enhance
the use of the jetty, cut-walk and 96th street end as public spaces for the community. The
project is currently in the Design Development Phase and the consultant has completed
95% of this phase. Construction is projected to begin in FY2022. In September, we
received final notification that the Miami-Dade County General Obligation (G.O. Bond)
Program allocated $7.5 million in funding toward this project. In addition, we have
conducted extensive construction analysis and probable cost estimating to ensure that the
project as designed is buildable and within estimated funds available. Finally, we bid,
executed the contract and broke ground on the project to renovate the Operations Facility,
which will provide administrative offices and warehouse for the Village’s Parks and Public
Spaces Department, and will provide an area that can be used as the Village Emergency
Operations Center, if a storm event renders our present facility inoperable. Construction
is ongoing and substantial completion is expected by the end of the year.
Our Five-Year CIP Program includes a variety of above ground and below ground utility
projects. Several of these projects began this year and are in progress, including all of the
following: Utility Infrastructure Project Park Drive area north of Harbour Way, entails
replacing 70 feet of Sanitary Sewer line, water main replacement using pipe bursting and
horizontal drilling methods, drainage improvements at Bal Cross Drive from Biscay Drive
to Bal Bay Drive intersection, and several hundred feet of curb/gutter throughout the
project. The project is nearing completion and should be fully completed by December
2020; Utility Infrastructure Project North Miami Emergency Water Main-Park Drive involves
the installation of new twenty (20) inch diameter emergency transmission water main from
the north end of Bal Bay Drive running south along Park Drive adjacent to the Village Park
with approximately 5,200 linear feet ending at the south end near the basketball courts.
The north/south phase of the project up to the Bal Cross intersection has been substantially
completed and the remaining westerly section towards the Bal Bay intersection along Park
should be completely done by the first quarter of 2021.
Our beach remains one of our most important assets in the Village. Unfortunately,
sargassum seaweed deposits continue to impact our area during the summer months. Our
service provider and staff continue to collect and dispose of these deposits frequently, and
this past summer our efforts were coordinated with Miami Dade County to ensure efficient
and timely removals at no cost to the Village. The beach renourishment and sand-bypass
projects continue to be critical priorities for the Village. We have coordinated with the
various Federal, State and local agencies to ensure that the significant renourishment
project is begun and completed during the next calendar year. When faced with a
significant potential delay due to additional requirements from the regulatory bodies, the
Village stepped in and funded and contracted for the additional analysis in an expedited
manner, so as to not allow for a potential six to nine month delay. Having completed the
analysis, this project is now scheduled to begin February-March 2021, with the project
timeline estimated to take four (4) to six (6) months to complete. The Sand By-Pass Project,
is in the final stages of the process to plan a permanent sand bypassing system which
would move sand from Haulover Beach Park to our beach. This process has involved
modeling sand transport and discussing the sediment budget across the inlet, as well as
exploring bypass alternatives, with a Technical Advisory Committee (TAC), of which the
Village is a member. The current recommendation is to construct a 164-foot extension to
the north jetty at Haulover Inlet to capture more sand flowing from north to south, and
mechanically bypass that sand via dredging along the shoreline every 4-6 years.
Comments have been issued to MDC/FDEP after every TAC meeting and review of
Feasibility Study drafts. Currently, we are awaiting the final Feasibility Study for review and
comment. This report is a necessary step in the process of updating the Bakers Haulover
Inlet Management Plan which will designate permit attainable project concepts.
This past year, a significant renegotiation of the Milestone Agreement between the Village
and the Bal Harbour Civic Association (BHCA) was finalized. During late 2019 and early
2020, discussions were conducted between the Village and the BHCA, based on an
expressed desire to amend the existing Milestone Agreement. On June 16, 2020, the
Village Council adopted Resolution No. 2020-1309 approving the Amended and Restated
Milestone Agreement. Much of the current agreement remained in the form of Continued
Commitments, but the proposed Amended and Restated Agreement no longer
progresses toward BHCA self-administration of the annual special assessments.
Designated representatives are now prescribed to engage with the Village Administration,
in order to foster a strong collaborative relationship. Also, the term of the agreement was
extended twenty (20) years until 2047. In addition to the proposed Amended and Restated
Milestone Agreement, a Community Road Paving Agreement was also approved as a part
of the adopted Resolution. This Agreement prescribes the future milling and resurfacing
of the Gated Community road surfaces upon completion of the Village Infrastructure
Improvement Project Phases. Language within the agreement provides for a formulative
cost share to complete the paving of the roads in conjunction with the completion of
specific portions of the ongoing utility work.
Our resort tax collections this past fiscal year took an obvious hit due to the impacts of the
pandemic. The first five months of the year (October 1– February 29), however, started out
with record results for tourism in Bal Harbour, with record collections exceeding the same
period of the previous record year by 5%. For those first five months, our restaurants and
hotels were experiencing record high volume. And our special community programming
included a number of events during these five months, including two separate movies on
the beach; family excursions to Lion Country Safari and Jurassic World Live; our Holiday
Lighting ceremony and holiday events including complimentary yoga on the beach, the
New Year’s Eve fireworks, and the New Year’s Day Chamber Music Festival; Museum
Access visits to the Frost Science Museum, the Jewish Museum of Florida – FIU, and History
Miami Museum for a special Super Bowl exhibit; two South Beach Wine and Food Festival
events in Bal Harbour; and sponsoring the Super Bowl Host Committee event at the Bal
Harbour Shops.
The impacts of the COVID-19 pandemic as early as March, however, made the remainder
of the year extremely challenging due to the travel restrictions, restaurant closures, hotel
closures and beach closures for intermittent periods of time between March through
August. We have worked closely with all of the hotels, the restaurants, and the Bal Harbour
Shops to facilitate the interpretation of the various local and state orders issued as well as
assist with their ongoing ability to operate within the confines of the pandemic and the
requirements set forth in these various orders. Since we knew that Resort Tax collections
would be greatly diminished during this period, I immediately took steps to curtail our
spending. We aggressively reduced expenses on both the marketing and beautification
sides of the budget to ensure that we closed the year without a deficit. We are closely
monitoring revenue collection on a monthly basis to ensure that we are also fiscally
prudent in our spending for the FY 2020-2021 year as well.
Since the approval of the Development Agreement with the Bal Harbour Shops in May
2017, I remain in close contact with management from the Shops to continue to monitor
the development of the project, facilitate the resolution of issues as they may arise, and
ensure that the provisions of the agreement are abided by. This year, several items of the
Development Agreement triggered many of the public benefits to the Village, most
significant was the closing on the transfer of the SunTrust Bank Building to the Village,
which took place in June of this year. This transfer was accomplished despite the recent
outreach from the Bal Harbour Shops ownership to discuss several elements of the
Development Agreement in light of the impacts of COVID -19 on their operations
The 2020 General Election in Bal Harbour resulted in the two candidates up for election
being re-elected without opposition, which means our Village Council will remain
unchanged. Unopposed elections are typically synonymous with general satisfaction in
the community. This year, the voting precinct in Bal Harbour was moved from the
Recreation Center to Village Hall for the November 3, 2020 General Election. In-person
voting at this precinct totaled 251 and the total votes cast in Bal Harbour, including in-
person, mail-in and early voting totaled 1,718. The Charter Question on the ballot passed
with 1,134 voting in favor and 330 voting against. With the passage of this charter change,
homeowners in single family homes in the Village would be allowed to build the available
height without being impacted by the base flood requirements, now, or in the future
should they be changed.
Undoubtably, this past year has had its share of unprecedented challenges. Once the
Coronavirus (COVID-19) pandemic began impacting our community in early March, a
great deal of time and energy was spent on efforts to minimize impacts to Bal Harbour
Village. As was the case in many jurisdictions, the preparation and response efforts to the
pandemic became a top priority. From early on, our decisions and efforts regarding the
pandemic were measured, driven by the best available recommended medical advice and
guidance, and carefully considered in order to ensure the overall safety and well-being of
our residents and the entire Bal Harbour Village community. The COVID-19 pandemic
impacted all levels of society, not just in our community. As early as February 26, I met with
key members of our Administration to make preparations for our comprehensive response
to the possible outbreak of the COVID-19 virus locally. In early March, our management
team began to meet twice a day, to discuss and focus on the impacts of COVID-19 in our
community. We worked closely with Miami-Dade County to monitor the situation and
coordinate our efforts. I issued several local Executive Orders and ensured the
enforcement of all County, State and Federal orders and proclamations.
Since becoming your Manager seven years ago, one of my top goals has been to build a
high performing and resilient organization that meets the needs of the community
efficiently and effectively, and that is regarded among the best amongst our peers. On
several fronts related to the response to the pandemic, Bal Harbour Village played a lead
role in the community. On March 5, after the Wall Street Journal published a news story
regarding a New York City positive COVID-19 case connection to Bal Harbour Village, our
team, along with Mayor Groisman, met with the Mayor of Miami-Dade County and
representatives from the Florida Department of Health (FDOH), to share feedback with
both the County and the FDOH about our experience. Based on this input, the FDOH
agreed to put in place better measures to improve their communication efforts with all
local entities in similar situations as what we had experienced.
Bal Harbour Village, led by the Mayor and myself, initiated a conference call on March 23
with all Miami-Dade County coastal and neighboring Mayors and Managers to coordinate
on issues of mutual concerns. This group included Key Biscayne, Miami Beach, North Bay
Village, Surfside, Indian Creek, Bay Harbor Islands, Sunny Isles Beach, Golden Beach,
Aventura, and North Miami Beach. These calls took place weekly for many months
throughout the pandemic and proved to be valuable in coordinating issues of mutual
concern with the coastal cities. It is safe to say that they would not have occurred, but for
the leadership of the Bal Harbour Village.
Along with the City of Miami Beach, we were the first municipality in the County to issue a
“Safer at Home” order strongly urging residents to remain in their homes, unless
conducting essential business. This order was subsequently adopted by several other
neighboring cities and eventually the County. We were also the first municipality in Miami-
Dade County to issue an order regarding the isolation of individuals traveling to Bal
Harbour Village, requiring a 14-day quarantine for all persons arriving here from 13
different U.S. states and areas with the largest documented substantial community spread
of the virus. This order was also soon thereafter adopted by many other cities. I worked
with the city managers of several municipalities, in particular with the City of Sunny Isles
Beach, to coordinate the issuance of an Order pertaining to restrictions on construction
sites, which was issued on April 7, and defines the construction related activities permitted
in the Village.
Police Chief Raleigh Flowers coordinated several meetings of local area Police Chiefs to
discuss issues and concerns relative to enforcement efforts and strategies during COVID -
19. The Chief also participated in various discussions with the Miami-Dade County Police,
the U.S. Coast Guard, and the Florida Fish and Wildlife Commission (FWC) regarding the
review of recommendations pertaining to the eventual re-opening of the marinas and
waterways in South Florida. Through his position as the President of the Miami-Dade
City/County Management Association (MDCCMA), Assistant Village Manager Ramiro
Inguanzo coordinated and led the agenda and discussions for weekly meetings with all
city managers and management in Miami-Dade County, to discuss issues of mutual
concern and exchange ideas. Also, through this role, he was invited by Miami-Dade
County Mayor Carlos Gimenez to join his “Moving to a New Normal” Task Force and
participated frequently in ongoing discussions with the County team, and led the County
Mayor’s subgroup on the re-opening of beaches, parks, marinas, golf courses.
Keeping our community and residents informed is always an important part of our
emergency management plan. Our communication efforts during the pandemic have
been as frequent and thorough as possible. Since March, 64 community updates and
notices have been sent to residents and other community stakeholders via our various
communication platforms to keep the community updated and informed. In addition, a
total of 50 “Boredom Busters” providing daily creative tips on cultural offerings and other
information were sent during the height of the pandemic. We also created a weekly
conference call with all of the condo / building and hotel managers to share details and
field questions from them. These became weekly conference calls that are still in place
today as a way to continue sharing information about COVID-19 as well as other Village
matters. And on March 17, we became one of the first cities in the County to transition to
a completely virtual platform for all public meetings, which remained in place through
October when the Governor’s State Order on virtual meetings expired.
In an effort to keep our community safe, our team worked to bring Telemedicine and
COVID-19 Screening in the 33154 Zip Code for residents of Bal Harbour Village, Bay
Harbor Islands, Surfside, and Indian Creek Village. Various options for community
members to get evaluated and receive care from medical professionals in several
convenient settings including virtual visits and a drive-thru screening site were available
from May 6 through May 29. It is estimated that several thousand people were tested at
this site during this time period. Lastly, the Village partnered with the Bal Harbour Shops
to distribute over 1,000 masks to our residents and another 4,0 00 to local hospitals and
medical facilities. Immediately afterwards, the Village and the Shops partnered again and
placed an additional order for 5,000 special cloth facial coverings/masks for distribution to
all Village residents.
Throughout the pandemic, our Village Administration continued to provide essential
municipal services. Although Village Hall was closed to the public, we continued to take
calls, answered questions by phone and email, and made appointments with residents or
vendors who needed to meet in person. The response plan we developed for the Village
allows us to respond effectively to current and anticipated environmental, medical,
economic, and political conditions due to the virus. We remain proactive, flexible and
capable of maintaining responsive level of services and provide for a safe environment for
our residents, visitors, and employees.
Our development of last year’s budget and financial reporting once again earned the
Village the Government Finance Officers Award (GFOA) Certificate of Achievement for
Excellence in Financial Reporting for the fifth year in a row. The FY 2019-2020 budget was
developed to ensure that The Bal Harbour Experience continues to be fulfilled, with a low
millage rate which remains unchanged for the fourth year in a row, resulting in the
reduction of the millage by 4.6% since 2015 and a cumulative reduction of 32.27% since
2004.
Notwithstanding the above mentioned and the need to redirect much of our resources to
COVID-19 related activities, we continued to work this past year to make significant
progress on many of our established priorities and objectives.
Below is a full summary of the results of our work this past year in each of the areas that are
the pillars of The Bal Harbour Experience:
Safety
Ensuring public safety is a top priority for local governments and remains paramount to
ensure our community’s quality of life. The Bal Harbour Police Department continues to
focus resources on its primary mission – to provide excellent public safety services to our
residents, businesses and visitors. Our police department remains dedicated to a
community-oriented policing model, focused on increased police visibility through
innovative directed patrol activities, and enhanced readiness for high liability incidents. By
implementing these innovative community policing strategies and ensuring the visibility of
police in our community, the department has been able to leverage technology and
training to enhance the delivery of their services.
I am proud to report that Bal Harbour Village experienced no violent crimes in 2019, as
indexed annually for Bal Harbour Village by the Florida Department of Law Enforcement
(FDLE). 2019 Total Part I UCR Crimes were up 28.9% due to an increase in retail larcenies;
however, when compared to 2014 when the community policing model was first
implemented, the total Part I UCR Crimes were still down by 9.2%.
Officer health and safety is always at the forefront of department operations. Coordinating
the procurement of personal protective equipment (PPE) for our personnel became
essential for department operations, and in light of the high demand nationwide for PPE
for first responders, we are happy to report that the department quickly identified and
acquired the sufficient PPE gear necessary for department operations. As mentioned
earlier, members of our team played a lead role regionally, and Chief Flowers
spearheaded regional law enforcement calls with Miami-Dade County Chiefs to discuss
multi-jurisdictional challenges and issues, as well as enforcement strategies related to the
COVID-19 response.
Organizational, leadership development and training of our police officers took place this
past year in several areas, including: training all officers in building search/active shooter
tactics utilizing our “Simunition” (non-lethal training simulated ammunition) program;
participation in the Southern Police Institute, Command Officer Development Course,
Senior Officer Leadership and Development Course; trained one (1) additional officer as a
firearm instructor, and this officer was able to assist the department during the annual
qualification process for BHPD officers; and one (1) additional Officer became a certified
Police Defensive Tactics Instructor. In addition, staff from our department continued to
conduct Autism Awareness Trainings for Law Enforcement professionals throughou t the
state of Florida, with a total of nine (9) trainings this past year. To date, over 30,000 Florida
Law Enforcement Officers have participated in this important and relevant training.
We continue to increase our community outreach, activities and events. The police
department’s efforts enhanced community partnerships with department personnel,
facilitated an opportunity to share crime prevention strategies, and elicit feedback from
residents and business owners regarding community concerns. Some notable events
included the: Cops & Kids, Holiday Toy Drive, Book Bag Give Away, Veterans Day
Ceremony, Feeding Homeless Veterans, participation in Child Cancer Awareness Month
and Command Staff participation in the Bal Harbour Rotary Club. The department also
coordinated the security and logistics for a multi-agency Super Bowl event which took
place at the Bal Harbour Shops just a few days before Super Bowl Sunday. Planning
activities for the Rotary Club 5K were conducted; however, this event was cancelled due
to the COVID-19 pandemic, as were all other official events since March.
We also continue to make progress on police technology initiatives, having completed the
Village’s most significant implementation to date – Computer Aided Dispatch and Records
Management (CAD-RMS). In addition, the department is finalizing the implementation of
Telestaff, which will automate the scheduling of police resources, as well as time and
attendance submittals to the Payroll Section of the Finance Department. Other technology
initiatives this year include the License Plate Reader technology (LPR) program. I am happy
to report that the mobile LPRs have been installed in four patrol vehicles, the LPR trailer
(VMS sign) and one fixed LPR location. The department also continues to promote the use
of Crime Tips email address (CrimeTips@balharbourfl.gov) aimed at generating tips on
investigations. Continue to grow participation in “The Exchange”, a two-way
communication initiative, for residents & business owners about arrests, crime prevention
tips, fraud offenses and wanted subject information.
At my direction, and as part of our emergency preparedness efforts, the Bal Harbour Police
Department engaged with representatives of the Bal Harbour, Bay Harbour Islands, Indian
Creek, Sunny Isles and Surfside Police and Public Works Departments to encourage
dialogue between neighboring municipalities, as to how we would respond to major
hurricanes or emergencies. We are prepared to respond to these emergencies, as was
apparent this year with the early threat of Hurricane Isaias in July and the potential impacts
of Tropical Storm Eta just his week.
Beautiful Environment and Destination & Amenities
Having an aesthetically pleasing setting and a beautiful environment, destination and
amenities for our residents and visitors is a key component of The Bal Harbour Experience.
We continue to invest in improving the appearance of the Village through increased
routine maintenance and cleaning of our public areas.
In addition to the activities mentioned earlier in this memo, other significant efforts were
undertaken this past year. On December 19, 2019, the Village Council adopted Resolution
No. 2019-1271, approving the Continuing Services Agreement with Cummins Cederberg,
Inc., to provide the Village with support staff for the Coastal Management Program and
related professional support for Village wide Sustainability and Resiliency initiatives.
Additionally, the consultant will also stay up to date with agencies, stakeholders, and
projects in the vicinity of or those with the potential to affect Bal Harbour’s beach and dune
system. This program was developed to provide dedicated support with a focus on the
continuous management of Bal Harbour Beach and the adjacent coastal area within the
Village. In addition, we performed periodic and prior to storm event, drone flights to
assess coastal erosion assessments; replaced 9,600 linear feet of nylon rope on the dunes
with marine grade rope to withstand ultraviolet rays and salt spray; and created beach
furniture storage areas behind the Majestic Condominiums and the Plaza Condominiums
by utilizing landscaping as screens.
Our efforts to promote Village recycling also continued, with site visits to all multifamily
condominiums along Collins Avenue and meetings with management representatives to
review their collection programs and provide site specific recommendations for recycling
enhancements. Additionally, staff has worked with the Village solid waste service provider
to continue service delivery improvements. These efforts have resulted in a 70% year over
year reduction in sanitation service complaints and all scheduled service days completed
by the vendor without a missed pickup.
We continue to pursue the implementation of smart policies and strategic solutions in
order to remain a resilient and sustainable community. This past year, we have: continued
our efforts to coordinate with Miami Dade County, the State of Florida and the United
States Army Corps of Engineers to advance the Sand Bypass Project. This draft plan is
under review and the Bal Harbour Sand bypass approach for sand replenishment has
received positive feedback from the regulatory agencies, with work continuing;
engagement of Coastal Systems International, Inc. to provide dedicated support staff to
develop and provide an overall coastal management program for the Bal Harbour Beach
and the adjacent coastal area; Utility Masterplan stormwater system rehabilitation work to
repair and upgrade the existing Village stormwater system components; Village
membership in the American Flood Coalition to broaden our regional engagement and
enhance our knowledge with regard to sustainability and resiliency issues; and
coordination with the U.S. Army Corps of Engineers, Florida Department of Environmental
Protection (FDEP) and Miami Dade County to prepare for the planned Beach Nourishment
Project in the summer of 2021. We conducted a Village inundation analysis and will be
working on appropriate amendments to the Comprehensive Plan informed by the results
of the study.
Our landscaping in public areas is key to our beautification efforts. This past year, despite
the budgetary decisions made to scale back certain efforts. We maintained our existing
levels of landscaping services, which included: the routine replacement of landscaping in
Founders Circle; the replacement of landscaping behind the Harbour Way bus stop on
Collins Avenue; the installation of River Rock at the bridge approach on 96th Street to
eliminate runoff from stormwater; the restoration of the landscaping from the Phase 2B
and 3A Utility Master Plan Project; began an in-house irrigation maintenance in April by
utilizing Village Staff to help with budget impacts; and conducted 24 landscape plan
reviews and inspections.
Our cleanliness efforts are also key to ensuring that our public spaces remain beautiful.
These efforts resulted in: decreased sanitation service complaints by 70%; decreased
damaged dumpster complaints in the Oceanfront Condominiums by 40%; garbage fluids
spills decreased by 66%, provided additional bulk inspections utilizing in-house staff; and
renewed the Disaster Debris Management Site (DDMS) Permit from the Florida
Department of Environmental Protection for hurricane debris storage. As a result of the
pandemic, we reduced street sweeping services to cut costs but implemented increased
litter control in the streets utilizing Village Staff in order to maintain the same level of
service.
On a transportation note, this past year, there was progress made on the bus consolidation
study. As you may recall, in June 2018, the Village Council approved a Memorandum of
Understanding (MOU) between Bal Harbour Village, the Town of Surfside and the Town of
Bay Harbor Islands to collaboratively work to research and assess the development of a
more cost-effective shuttle bus operation for all three municipalities. Subsequently, the
Lehman Center for Transportation Research (LCTR) at Florida International University (FIU)
was engaged and completed the research and assessment to develop a more cost-
effective inter-local shuttle bus operation and transit routing in Surfside, Bal Harbour and
Bay Harbor Islands that better mobility needs of residents and visitors. On November 19,
2019, the Village Council adopted Resolution No. 2019-1267 accepting the Bal Harbour
Village, the Town of Surfside and the Town of Bay Harbor Islands FIU Shuttle System Final
Report. The Resolution also authorized the amendment of the existing MOU to provide
for the continued collaboration of the three municipalities, while the findings and
recommendations receive further assessment. A Request for Proposals (RFP), is currently
under development with further discussion of this initiative to be conducted upon the
completion of the procurement activities. The assessment with related procurement
activities, will form the basis of the final unified recommendation be presented to all three
elected bodies for further consideration.
Exclusivity and Access
Engaging our residents and connecting them with the many benefits of living in Bal
Harbour Village has been something we have worked hard at for many years. During this
past year, we continued to engage our residents and visitors through our public events
and programming. Our communication efforts and outreach with our residents and other
stake-holders, such as the general managers of all the condominiums and hotels,
especially during the pandemic, increased in order to ensure that our community is as
connected as possible with their government.
Traditionally, we produced printed newsletters and postcards advising our community of
important information and sharing news about past and upcoming special events. This
past year we did produce a Fall and Winter edition of our newsletter but suspended the
Spring and Summer editions due to the pandemic. As a result of the pandemic, more than
ever, we used digital communication efforts, including the My Bal Harbour mobile
Application (App), the Wireless Emergency Notification System (WENS), e-mails, social
media (Facebook, Instagram and Twitter), and our government and tourism websites to
stay actively connected with our residents and tourists.
Our events for our residents and hotel guests included: the continuation of the Museum
Access Program providing entry and access to all Bal Harbour residents and hotel guests
to the top museum and cultural institutions in South Florida; the kick-off to the holiday
season with the lighting of the enhanced holiday décor on Founders Circle and along
Collins Avenue in November; the launch of two weeks of daily yoga on the beach
overlooking the Jetty during the Winter holidays; a New Year’s Eve Fireworks Display; and
a New Year’s Day Open Air Classical Music performance near the Jetty. Bal Harbour Village
was also one of the Host Sponsor for the “Official Miami Super Bowl Host Committee VIP
Event” in late January which entertained over 2,500 guests at the Bal Harbour Shops just
prior to Super Bowl Sunday.
During Art Basel, as part of our Unscripted Art Program, residents and hotel guests were
invited to attend several exclusive events, including: a VIP Brunch, Private Tour of the
Teresita Fernandez Exhibit at the PAMM, and an Art Chat afterwards with the Artist; The
Miami Art Week VIP Opening Reception at the Museum of Contemporary Art (MOCA); a
VIP Collectors Breakfast at National YoungArts Foundation; a home tour of the De La Cruz
Private Collection; and four satellite Fairs.
Our focus on the culinary arts again included the South Beach Wine and Food Festival
(SBWFF) in February in which Bal Harbour hosted Dwayne Wade for an intimate dinner at
the Ritz-Carlton, and a wine and chocolate pairing held at Vasalissa Chocolatier. The
second edition of Bal Harbour’s Haute Cuisine was canceled due to the pandemic.
Unfortunately, we had to cancel all other special events that had been scheduled to take
place between March and the end of the FY. We are in the process of having the annual
winter holiday lights and décor installed in time for the holiday season and are exploring
plans for a “virtual” holiday lighting ceremony.
In our recreation area this year, prior to March 16, we hosted nearly 6,000 residents and
their guests in Bal Harbour Park; produced two seasonal Movies on the Beach with total
attendance of nearly 350 participants; conducted seasonal basketball skill clinics for
children ages 5 to 13 years of age, totaling nearly 300 participants; and produced three
successful excursions for residents, with a total of nearly 300 participants. The Park and
Playground have remained closed since March and no events have taken place since then.
Organizational Priorities and Internal Infrastructure
Safeguarding the fiscal integrity of the Village and ensuring the functionality of our
infrastructure is a daily priority -one that is not so noticeable when all is going right -but
typically engenders unfavorable attention when it goes wrong, which could have been the
case as a result of the negative economic impacts of the pandemic.
Our fiscal prudence and careful stewardship of the FY 2018-2019 budget resulted in a
year-end close-out surplus of $5.8 million. The FY 2019-2020 is still being audited and
pending final close-out, but I can safely report that the measures we took immediately
upon the onset of the COVID pandemic will ensure that we will end the year without the
need to use emergency fund balance reserves. In addition we tracked all of our efforts
during the pandemic and have been aggressive in our efforts to seek reimbursement of
eligible costs from FEMA or Miami Dade County through the CARES Act. The budget
development process for the FY 2020-2021 year was a challenging one given the level of
uncertainty regarding projected revenue declines in Ad Valorem as well as other revenues
impacted by the pandemic. We were tasked with developing a process for the Council to
consider a series of efficiency/reduction alternatives for the coming year. The process was
created with an eye towards making sound, strategic and fiscally prudent decisions, from
a menu of options and categories for consideration. The process allowed for robust
discussion and consensus in an orderly manner.
Earlier this year, we were able to secure funding for significant portion of the below ground
water system through debt. The Village was able to borrow approximately $8 million with
a historically low interest. This opportunity came together early-on in the pandemic while
there was considerable uncertainty in the economic market. Out planning and ability to
move quickly allowed us to secure available and needed resources in a very favorable
manner. These funds will be used over the few years to fund the Water infrastructure
portion of our CIP.
In the last few years, we have completed a number of IT infrastructure improvements and
productivity software implementations, that help create a more efficient and effective
working environment. Changing social distancing norms due to the COVID-19 pandemic
created a greater demand for a virtual work environment, including establishing a virtual
Village Hall, and continuing to provide services to all Village stakeholders, while, at the
same time, ensuring the health and safety of both stakeholders and Village employees. As
a result, the Information Technology Department focused a great deal of its efforts into
implementing software solutions, as well as procuring and installing the necessary
equipment to support the continuation of government services during the Village’s
COVID-19 response. Our implementation of the GoTo Webinar software for Village
Council Meetings allowed for effective virtual meetings, while allowing the public to
seamlessly participate and comment on Village business.
With increased cybersecurity threats to local governments, we continue to develop best
practices for our IT environment, including enhanced security and employee training. This
year, we fortified our first line of defense against cyber attackers by implementing
employee security awareness training software to educate all employees on common
techniques utilized by cyber attackers, such as phishing emails, malware downloads and
virus infected attachments, as well as deploying automated campaigns and trainings to
reinforce the importance of cyber security.
Much like in prior years, we continue to review our systems and operations, and continue
our efforts to establish appropriate controls and further improve our business processes.
Conclusion
The past year has definitely been unique in many ways and challenging given the
uncertainties, anxiety, and issues caused by COVID-19. Our decisions and efforts during
the pandemic were measured, driven by the best available recommended medical advice
and guidance, and in conjunction with Miami-Dade County, the Florida Department of
Health, and the U.S. Centers for Disease Control (CDC). Our actions were carefully
considered and implemented in order to ensure the overall safety and well-being of our
residents and the entire Bal Harbour community. Although the pandemic consumed a
great portion of our time over the past year, we never-the-less, accomplished a great deal.
From a personal perspective, during this past year, I remained actively involved in the
Miami-Dade City/County Management Association, (MDCCMA), the Florida City/County
Management Association (FCCMA), and as a member of the International Committee of
the International City/County Management Association, one of the most competitive of
committees to be appointed to in ICMA. This past year I was a guest speaker of ICMA on
local government governance in the Americas at a conference in the Dominican Republic.
Other staff continue to serve on the boards of their respective professional associations,
including Chief Flowers as the immediate Past President of the Miami-Dade Police Chiefs
Association and Assistant Village Manager Ramiro Inguanzo who was re-elected to a
second term as the President of the Miami-Dade City/County Management Association.
Involvement in regional leadership organizations is another example of our efforts to
encourage career development, as well as the quality of staff we can attract to Bal Harbour
Village.
I am proud of the work we have accomplished this past year and over the past seven years.
During this time, our organization has transformed into one where accountability,
professionalism and innovation remain an integral part of how we function collectively.
This is made possible by the continued guidance and support from the Village Council,
particularly through the work done at our Village Council retreats. Our third retreat this
year built on the work we had done at our previous retreats and solidified the priorities we
continue to focus on. Through these collective efforts, we have made significant strides in
building an organization that we can all be proud. We continue to strive for excellence in
how we serve the community, and the value we offer all of our stakeholders.
Thank you for allowing me the opportunity to serve as the Village Manager in Bal Harbour
Village. I look forward to continuing to lead our organization and working with all of you
and our Village team on our priorities and goals this upcoming year and beyond. I will be
speaking with each of you one-on-one about what we have collectively achieved this past
year and how, together, we can continue working together to achieve The Bal Harbour
Experience!
Attachment:
ICMA Village Manager Performance Evaluation Guideline
International City/ County Management Association
Village Manager Performance Evaluation Guideline
This form may be used by each Member of the Village Council to evaluate the
Village Manager's performance in fulfilling each of the roles he plays in the
Village's government. The Village Manager is graded 1-4, with the following
scale:
1 -poor
2-fair
3-good
4 -excellent
Each member of the Council should complete the form and share/discuss it with
the Village Manager. The Village Manager will compile the results and tally the
scores.
1. Personal
Invests sufficient efforts towards being diligent and thorough In the
discharge of duties.
Composure, appearance, and attitude fitting for an individual in his
executive position.
2. Professional Skills and Status
Knowledge. of current developments affecting the management
field.
Respected in management profession.
__· Has a capacity for innovation.
Anticipates problems and develops effective approaches for solving
them.
Willing to try new ideas proposed by Council members or staff.
3. Relations with Council
Carries out directives of the Council as a whole rather than those of
any one Council member.
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Assists the Council in resolving problems at the administrative level
to avoid unnecessary Council action.
Assists the Council in establishing policy while acknowledging the
ultimate authority of the Council.
Responds to requests for information or assistance by the Council.
4. Policy Execution
Implements Council action in accordance with the intent of the
Council.
Supports the actions of the Village Council after a decision has
been reached.
Enforces Village policies.
Understands Village's-laws and ordinances.
Offers workable alternatives to the Council for changes in the law
when an ordinance or policy proves Impractical in actual
administration.
5. Re1iortlng
Provides the Council with reports concerning matters of importance
to the Village.
Reports are accurate and comprehensive.
Prepares a sound agenda which prevents trivial, administrative
matters from being reviewed by the Council.
6. Citizen Relations
Handles comp!aints/inquiries from citizens appropriately.
Dedicated to the community and to its citizens.
Skillful with the news media -avoiding political positions and
partisanship.
Has the capacity to listen to others and to recognize their interest -
work well with others.
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Cooperates with neighboring 'communities.
Cooperates with the county, state and federal governments.
7. Staffing
Recruits and retains competent personnel for VIiiage positions.
Works to Improve performance of staff.
Committed to ensuring diversity in the workforce.
Accurately informed and concerned about employee insurance,
fringe benefits, promotions, and pensions.
8. Supervision
Encourages department heads to make decisions within their own
jurisdictions without Village Manager approval, yet maintains
general control of administrative operations.
Instills confidence and initiative in subordinates and emphasizes
support rather than restrictive controls for their programs.
Has developed a friendly and informal relationship with the work
force as a whole, yet maintains the prestige and dignity of the
manager office.
9. Fiscal Management
Prepares a balanced budget to provide services at a level intended
by the Council.
Makes the best possible use of available funds, conscious of the
need to operate the Village efficiently and effectively.
Prepared budget is in an intelligible format.
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10. What have been the major accomplishments of the Village Manager this
.past year?
11. What areas of the Village Manager's performance need the most
improvement? ·why? What constructive, positive ideas can you offer the
Village Manager to improve in these areas?
Signature
Date
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